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Doing Governance
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Doing Governance


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  • 1. LJMU Enterprise Architecture Pilot (LEAP) John Townsend Deputy Director (Corporate Information Systems)
  • 2. Background & Context
    • LJMU commitment to the European Foundation for Quality Management Excellence Model – winner of the 2008 UK Excellence Award
    • Associated implementation of Balanced Scorecard approach to strategic management
    • Well-established Development Programme using Managing Successful Programmes approach – coherent approach to managing all IS/Process projects – aligned with corporate strategy & Excellence Model requirement to manage by fact & process
  • 3. Background & Context
    • Major investment in Oracle applications and technology
    • Existing Information Systems Architecture project taking first steps in EA development
    • New Governance structure with senior mandate to oversee Architecture & Principles
  • 4. Pilot Objectives
    • to gain familiarity with the TOGAF approach
    • to incorporate existing work into the TOGAF approach
    • to apply TOGAF to the ‘Student Recruitment, Development and Support’ domain, completing first-cut Business, Information Systems and Technology architecture models for the area
    • to evaluate the success of the approach in engaging with senior management
    • to evaluate the success of the approach in aligning business objectives with information systems
    • to evaluate the success of TOGAF in supporting SOA approaches
    • to provide the basis for continuing EA/SOA work
  • 5. Approach (emergent)
    • implement a Governance structure that mandates Architecture development, develops Principles and gives Executive Board level endorsement
    • start assimilating artefacts/learn about TOGAF
    • select a tool (BiZZdesign Architect)
    • model the EA across the whole organisation at a high level, to give context/connectivity
    • select a burning platform to go into detailed EA and demonstrate business value (in LJMU’s case, Student Recruitment, Development & Support – driven by a high profile two year project to transform student administration)
  • 6. Key Areas of Activity
    • TOGAF: training & familiarisation, attendance at Open Group Conferences
    • Tools: review & evaluation of possible tools; deployment of selected tool
    • Business Architecture : review & assimilation of existing artefacts
    • Governance: promotion through Governance structure & development of Information Management Principles
    • Research : reading ref other/alternative approaches eg Enterprise Architecture As Strategy; Dynamic Enterprise Architecture; attendance at various events
    • e-Framework : workshop & familiarisation
  • 7. TOGAF
    • TOGAF to EA like PRINCE2 to Project Management – seems too big, may be best treated as toolkit, use what works
    • Is a process – fairly neutral on what an EA may look like, what tools may be used, practicalities of modelling
    • The ADM seems to conflict with our use of MSP – from LJMU point of view, there is a point at which the ADM would hand over; equally, parts of the ADM seem to fall into the institutional strategic planning process
    • Trick seems to be to align what you’re already doing with the ADM and fill in the gaps, rather than start with a blank sheet of paper
  • 8. Strategic planning/ Governance Programme Management
  • 9. Tools
    • All research suggests a deployment of a comprehensive EA tool is essential
    • Reviewed various options – Telelogic, Oracle, Orbus – settled on BiZZdesign Architect
    • Based on the Archimate modelling language
    • BiZZdesign delivered training & follow up
    • Beginning to get to grips with using tool, developing models in the area of Student Recruitment, Development and Support
    • Using with Business
    • Seems to be right choice, as ‘easy’ as an EA tool gets, particularly good in managing relationships
  • 10. LJMU Architecture
  • 11. Governance
    • Critical in obtaining Senior Management buy-in
    • LJMU existing investment in new Governance structures
    • Ref workshop later
  • 12. Information Management Steering Group Business Membership Development Programme Business Membership IT Steering Group Business Membership Architecture Principles Infrastructure Business Applications Needs IT Membership Investment & prioritisation Methodologies: MSP ITIL Monitoring Compliance Review
  • 13. Governance – IM Principles
    • 1. Information is a valuable shared institutional resource and must be managed appropriately throughout its lifetime.
    • 2. Information should be available to those who need it (ideally ‘anytime, anywhere, and anyhow’) subject to security and acceptable use policies.
    • 3. University information must be trustworthy (relevant, accurate, timely, secure)
    • 4 All members of the University community are personally responsible for managing the information they create and use.
    • 5. Information management should add value to the University community.
    • 6. The status of information sources (e.g. definitive/primary, derived/secondary) must be clearly defined and only definitive/primary sources should be updated.
    • 7. Information management must comply with external statutory and regulatory requirements.
    • 8. Information management principles will inform IT principles.
    • 9. There is a common vocabulary and data definition.
    • 10. The University is responsible for assisting staff to work in the most effective ways possible.
  • 14. Research & Evaluation
    • Alternative approaches: Dynamic Enterprise Architecture (DYA)
    • Discussions with Oracle UK extending into meetings with Griffiths Waite, Oracle consulting partner & EA/SOA specialist
    • Engagement with EDUCAUSE EA constituent group (ITANA) & BCS Architecture Group
    • Interest in Dutch SaNS group, taking an EA approach to implementation of Oracle Campus Solutions
  • 15. Outcomes/Next Steps
    • Overall high-level Architecture in place
    • Architecture for Student Recruitment, Enrolment & Development modelled in Architect
    • SUMS in relation to Enrolment in development for e-Framework
    • Architecture approach recognised as beneficial, further EA work mandated as part of major project to move from the Oracle Student System to Oracle Campus Solutions by 2010
    • Working with Griffiths Waite, Oracle EA/SOA consultancy, to progress this
  • 16. e-Framework/SUMs
  • 17. e-Framework/SUMs
  • 18. Questions/Issues
    • Need to establish specific EA resource – Enterprise Architect as staff role
    • Is Open Group membership necessary/beneficial for the future?
    • Will BiZZdesign Architect prove to be the best tool in the longer term?
  • 19. Some Initial Conclusions
    • Good Governance is essential
    • EA is not something you do just to have one – needs to be applied where can deliver business benefits, if can’t, don’t bother
    • It’s the journey, not the destination!
  • 20.
    • “ Whichever route you choose, remember that EA is a path, not a destination. EA has no value unless it delivers real business value as quickly as possible. One of the most important goals of any EA is to bring the business sides & the technology side together so that both are working effectively towards the same goals”.
    • Roger Sessions, ObjectWatch, May 2007
  • 21.